Using an evolutionary model and a sample of 7,166 firms in the manufacturing and technology sectors of Sweden, we find that surviving organizations founded independent of a parent organization have lower long-term failure rates than their protected subsidiary counterparts. Specifically, we find that subsidiary organizations have low mortality rates when compared to independent organizations, but that their mortality rates increase more rapidly during a severe economic downturn. We also find evidence that surviving independent organizations are more capable than subsidiary organizations of using their resources to reduce mortality rates during an environmental jolt. Overall, our findings strengthen the notion that organizational adaptation is linked not only to ecological and strategic processes but also to organizational structure.

Building on the work of Prahalad and Bettis (1986, 1995), the objective of this article is to generate dialogue for further understanding of the concept of dominant logic. Our focus is on the level of basic assumptions. First, we demonstrate the conceptual plasticity of 'dominant logic. ' Then, we retrofit two relatively unknown concepts - self-reference and scale-with the concept of dominant logic, with its 1995 meaning. Finally, we discuss three implications of our venture.

The objective of this essay is to contribute to a new perspective of strategic management by developing a new theory of organizational knowledge. The article focuses on how managers can understand and guide knowledge development processes in organizations. Our epistemology broadens strategic management to also include the advancement activities of the organization. In addition to discussing development of organizational knowledge, the essay also emphasises fundamental consequences for research methodology.